MANAGEMENT THEORIES, ROLES, MOTIVATIONS, AND COMMUNICATION What is an airport manager? A Leader of People What is a theory? A general body of assumptions and principles used to describe a particular set of facts or some observed phenomenon.Classical Approach What are the three primary classical theories Administrative Management Theory Scientific Management Theory Bureaucracy Theory Fayol’s 14 principles Centralization Scalar ChainScientific Management Frederick Taylor Lillian Glibreth Henry Gantt Managers, not workers, should determine how work is to be doneScientific Management Frederick W. Taylor The One Best Way Standardize fair day’s work Optimum weight of shovel = 22 lbs Substituting research science rules for rules of thumb Scientifically select, train, teach anddevelop employees Provide detailed instructions and super-vision of each worker Piece-meal payScientific ManagementFirst Lady of ManagementScientific Management Worked with Taylor at Midvale Steel Later developed Gantt Chart Show relationship of task to time for project Used to great extent on airport construction projects Advocated Minimumm Wage with bonusBureaucracy Theory Division of Labor with highly skilled employees in each position Consistent organization rules and procedures Hierarchy of authority/chain of command Impersonality of interpersonal relationships as SOP Employment/Advancement based on competence (wow what an idea) Means for design/manage large organization – not what we have come to associate Bureaucracy (red tape)Maximilian Carl Emil WeberCoined the term “Protestant ethic”which became “work ethic”Behavioral Approach Hawthorne Studies 1930’s Shift of management theory away from pure mechanistic and economic views of worker motivation and recognition that social relationships could be greater motivator. Work groups influence individual worker output Supervisors attention has significant influence on productivity (JM) Effort begun to have a “happy” worker Later partly refuted – being productive more likely to lead to satisfaction then vice-versaManagement Science Approach Focus on mathematical models Arthur D. Little one of the first Dupont developed CPM (1950’s) Critical Path Method Most time-consuming set of activities start to finish US Navy developed PERT (following year) Program Evaluation and Review Used in engineering, construction, office workflow, and emergency response evaluationCritical Path MethodProgram Evaluation & Review Technique (PERT)ET: Estimated time, LT: Latest timeIntegrative System Approach Lets integrate the Classical Approach, Behavioral Approach & Management Science Approach and we have System Approach Socio-technical systems design approach Contingency management approachSystems ApproachSystems Approach An airport is a system of interrelated parts that cannot be dealt with separately Impossible to make a change in one area without potential for creating problem in other areas System will generally these four basic characteristics Operate within an environment Composed of subsystems Have a central purpose Components are interrelated Airports are an “open system” Constantly interact with environment and communitySystems Approach Social-Technical Systems (STS) Developed by Eric Trist Deals with integration of technology & employees within an organization An approach to complex organizational work design that recognizes the interaction between people and technology in workplaces. Realized that machines in mining changed social groups of miners which decreased productivityEric Trist 1909-1993http://www.moderntimesworkplace.com/archives/ericbio/ericbiobody/ericbiobody.htmlSystem Approach Contingency Management Approach “You seen one airport, you seen one airport”(Wizwell) No single best way, “it depends” Chester Barnard – subordinates assess the legitimacy of a manager’s directives anddecide whether or not to comply based ontheir acceptance of authority. Usually done without conscious thoughtChester Barnard 1886-1961Managerial Roles Roles are characteristics and expected social behaviors of an individual in a particular job Professor Henry Mintzberg identified several managerial roles in three categories Interpersonal Figurehead, leader, liaison Informational Monitor, disseminator, spokesperson Decisional Roles Entrepreneur, disturbance-handler, resource-allocator, negotiatorRole Conflict Intra-role conflict – different expectations from people (expect manager to have democratic approach vs. directive approach) Inter-role conflict – make choices between conflicting demands Interpersonal role conflict – two people compete for the same roleLeadership Principles What is the difference between a manager and a leader? Leadership – the ability to use skills and strategy to influence behavior, thinking or attitudes Manager – influences others by formal position and authority Who can tell me the faulty 6 leadership trait initially attributed to good leaders Attractiveness Cooperativeness Popularity Interpersonal Skills Social Participation TactLeadership Principles Who can now tell me the six approaches our text describes as having some merit Leadership by Assumption Leader Style Approach Leader Behavior Approach Managerial Grid Approach Contingency and Situational Approach Present Leadership ThoughtLeadership PrinciplesLeadership by Assumptions Douglas McGregor (1960) Theory X, Theory Y You make an assumption that leads to management style X Your management style is dictated by the expectations of othersLeadership PrinciplesTheory X managers Avg. employee dislikes work and will avoid it Most employees must be coerced and closely supervised Most employees have little ambition and are mostly interested in job security Most employees avoid responsibilitiesTheory Y managers Physical and mental effort in work is as neutral as play or rest. Most people prefer to exercise self-direction and self-control. People learn, when encouraged, to accept and seek responsibilities. People are interested in displaying imagination, ingenuity and creativity to solve organizational problemsLeadership Principles W.E.
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